The social side of mergers and acquisitions

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The recent surge in mergers and acquisitions (M&As) prompts an examination of their ability to meet expectations, both economically and socially. Despite their significance, many M&As fail to achieve their goals. Florian Frensch posits that the success of these transactions hinges on the cooperation between employees and management of the merging firms. This cooperation is influenced by various factors at environmental, firm, team, and individual levels. Through an extensive literature review, Frensch explores which individual and dyadic factors impact cooperation among employees from previously separate organizations. Utilizing social network analyses, he examines cooperation relationships post-M&A in two case studies, focusing on insights from employees at lower operational levels rather than management key informants. To facilitate social network analysis in larger groups, Frensch introduces an innovative method for collecting network data via a dynamic, computer-based questionnaire, enabling comprehensive network analysis for a group of approximately 400 employees. This approach offers a fresh perspective on understanding the dynamics of cooperation in M&As, emphasizing the importance of employee-level insights in achieving successful integration.